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Industry Benchmarking Surveys

Survey Descriptions

Compensation & Billing Survey (formerly two independent studies)
Report Dates:
Compensation and Billing Survey: 2013, 2010, 2008
Historical Billable Rates Survey: 2006, 2002
Compensation Survey: 2005, 2002
 
Purpose:
This report is designed to allow an AMC to easily compare its compensation and billing rates for common job titles. In addition to compensation and billing rate information, responding AMCs provided data on management benefits programs provided to staff.
 
The 2008 report is especially valuable because it reports on the effects of the economic downturn and how AMCs responded to these conditions. This report is relevant to nearly all AMCs regardless of size or where your firm is located. Fifty-three firms completed the survey providing a decent cross-section of firms by size and location (e.g., high cost markets vs. lower cost markets).
 
Operating Ratio & Profitability Survey
Report Dates:
2012, 2010, 2008, 2006, 2005, 2001, 1998, 1996, 1992, 1991, 1990, 1989, 1986, 1985
 
Purpose:
AMC Institute surveys member and non-member association management companies to develop benchmarks for company financial and operating performance. Results profiled in this report are based on income statement, balance sheet, and operating data provided by participating companies.
Highlights from 2008 Report: (based on 2007 data)
 
Financial performance varied widely within the industry in 2007. The results show that the typical firm had sales of $1,318,927 and a pre-tax profit of 4.7 percent. High-profit firms had sales of $728,905, and profit of 16.0 percent. Of greatest consequence, the typical firm had a pre-tax return on assets (profit before taxes expressed as a percentage of total assets) of 32.9 percent. For the high profit firm return on assets was 176.0 percent.
 
A number of factors led to the differences in results. In most instances these differences can best be illustrated by what are commonly called the critical profit variables (CPVs). High profit firms seldom perform better in all the CPVs. Instead, it is the sum-total of their CPV performance that produces better overall results. Since these differences can dramatically improve operating performance it is important that every firm is aware of their impact. The following exhibit presents the results for the typical firm compared with the results for high profit firms.
 
Client Operating Ratio Survey
Report Dates:
2011, 2007
 
Purpose:
This report documents the ground-breaking study about organizations managed by AMCs, which makes this study unique among all the other Institute benchmark studies and surveys that are about AMCs. There were 317 AMC-managed organizations contributing data to this study and it was structured to parallel ASAE's Operating Ratio studies dating back nearly 20 years. This study not only reports average and median data for Income and Expense categories, but includes quartile data for each ratio studied, making this a much more valuable tool than ASAE's Operating Ratio results. Of course, this study is exclusively about AMC-managed organizations, none of which are included in the ASAE Operating Ratio studies. Further, the Client Operating Ratio, conducted by the same independent research firm that conducted ASAE's studies, is statistically valid at the 95% confidence level.
 
There are too many important results to highlight any one or two over the others contained in the report. Perhaps the most dramatic result of the study is that AMC-managed organizations pay, on average, 30% of their revenue in AMC fees. In comparison to standalone organizations for an equivalent collection of services those organizations could retain from an AMC, we learn that standalone organizations pay, on average, a 50% premium for the privilege to hire their own employees, shoulder the full costs of occupancy and spend their scarce revenue on capital goods.
 

 

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